Toyota Kata
Mindset
We want to expect to happen
Learning
What really happens
Four steps
Planning phase
2 Current condition
3 Next target condition
Executing phase
0 Long-term Vision
1 Challenge
4 Obstacles
Move toward the target condition with experiments, which uncovers obstacles that you NEED to work on
Get direction
Where do you want to be in the long run?
Define the purpose for improvement
Differentiate from your competitors
Customer focus
Strategic that you cant yet do today
Where are we now?
Current operating patterns in measurable detail
Where do we want to be next?
Next goal
Achieve-by date between one week and one month out
You dont know how you are going to get there
Outcome metric desired
A verificable description of the desired operating pattern
A series of the target conditions to reach the challenge
Minimize wasting, time, capacity and resources trying to fix everything
Learn discipline of IGNORING some problems
When we know our next target condition, there is a gray zone
Execute frequent experiments against those obstacles
Rapid learning to get the target condition
Making a detailed plan doesnt eliminate uncertainty, it only provides an illusion of certainty
Way of thinking in problem solving
Doing and Training (combined)
What do you expect?
- You'll often work on the same obstacle with several experiments
What actually happened?
What did you Learn?
Path in Learning
1 Aware of it
2 Able to DO it
3 Able to TEACH it
6-month 3-year
"Make a sense to work in cooperation all together"
which way is our organization heading?
Utopian ideal about value want to provide for customer
Dreams
True north
Example
Maker of drills
"Holes where you want them when you want them"
Vision may be impossible, may be never actually get there
its something you commit to pursuing for life
The more practical - day to day direction-giver
Where is your organization going next?
Distinctive and concret value proposition related to better serving the customer
Its a picture of success
Checklist
Described new customer experience - "Wouldn't it be great if we could . . . "
Something you cant yet achieve with the current system and processes
Not easy, but not impossible
Its achievable, but we dont know how yet
Take a series of the target conditions to reach
Describe a destination, not how to get there
Is measurable, so you can know if you are there or not
Organization's Strategy
Organization's Strategy
Execution Capability
Execution Capability
Execution Capability
The callenge is the connector between "Strategy" and "Execution"
Warning: strategy focus on how you differentiate yourself from your competitors, not just on operational efficiency
What new value do you want to offer the customer? Go for something great
Write as if you were already there, describing the new reality
Is necessary know the current situation to establish an appropriate next target condition
Process analysis
Is a serie of activities that a person or a group produce an output
We need to observe and measurem not just impressions
Without judgment, just trying to see and understand what's ther